Strategies Employed by Australian Bricks & Mortar Travel Agents to Compete with Virtual Travel Agents

Kevin Kayani

Macquarie University, Sydney, Australia

Abstract

B&M travel agencies provide personalized travel services. Internet brought a change in their fortunes.

The direct competition by Virtual Agencies intensified the competitive and related financial pressure on travel

agencies. That resulted in a reduction of many travel agency businesses and their sales figures. Last few years

have a seen a sudden change in the scenario and surprisingly many new travel agencies opened again and

growing contrary to what was predicated earlier. There must be something more than intermediation and

reintermediation, which needed to be studied.

This scenario raised many questions like why do some customers prefer B&M travel agencies? A

detailed research was instigated to analyze and report on the status of the Australian B&M travel agencies now

and in future. Research adopted a mixed-method approach using extensive literature reviews, email

questionnaires, and interviews with the principal stakeholders –of the B&M travel agents and travellers. Results

highlighted the strategies B&M travel agencies should adopt to succeed.

Keywords

Travel agency; supply chain; information computer technology, virtual agencies, airlines.

Introduction

Tourism is a substantial industry (Fien, Calder, & White, 2012) covering travel for recreational

(Almunawar & Anshari, 2014; Blanke & Chiesa, 2013; Cheng & Cho, 2011; Fuentes & Alvarez-Suarez, 2012;

Kadic-Maglajlic, Arslanagic, & Cicic, 2011; Perez, 2012; Topolšek, Mrnjavac, & Kovačić, 2014; Nancy

Trejos, 2011; Nancy Trejos, 2014), social (Hassanli, Brown, & Tajzadeh-Namin, 2013; Nicolau, 2013; Planing,

2014; Roy-Morgan, 2014a, 2014c; Tarofder, Marthandan, Mohan, & Tarofder, 2013; Value-Based-

Management, 2014)and business purposes (Hilletofth & Lattila, 2012; Kendall & Booms, 2012; Plonsky &

Gass, 2011; Prieger & Heil, 2014; Rajasekar & Raee, 2013; Tarofder et al., 2013; Weinhardt & Vancouver,

2012; Widdowson, 2012; Yihu, Jiajia, Dan, & Haitao, 2011). Tourism relies on economic structures while

creating a way to diversify them and this phenomenon leads to substantial growth potential (Blanke & Chiesa,

2013; Cheng & Cho, 2011; Lin, 2010; Plonsky & Gass, 2011; PWC, 2010; Roy-Morgan, 2014b; Soteriades,

2012; Nancy Trejos, 2014; Tsiotsou & Ratten, 2010; Vinod, 2011). The tourism industry is massive on a scale

and continues to grow. In 2011, more than 983 million worldwide tourist arrivals were recorded, representing

US$ 1.3 trillion dollars (UNWTO, 2011). Tourism is important and in many cases vital (Konovalova &

Vidishcheva, 2013) for numerous countries around the world. Tourism brings vast amounts of income in

payments for goods and services. Tourism accounts for 30% of services and 6% of overall goods and services

globally and creates opportunities for employment in the service sector (UNWTO, 2011).

The private sector is the most important stakeholder in the tourism industry(Berne, Garcia-Gonzalez, &

Mugica, 2012; Blanke & Chiesa, 2013; Chen, Chen, Ho, & Lee, 2009; Miller, 2010; Zhang, Song, & Huang,

2009). Airline companies, hotels, tour operators, travel agencies, transport enterprises, and retailers of travel

products and souvenirs (suppliers) form the major private sector stakeholders of this flourishing industry

(UNWTO, 2011). This growing industry is facilitated by increased information technology capabilities across

the globe, generating a need for technological improvements guided by economic, political, environmental and

social factors (Dwyer et al., 2009). The private sector is always pushing the limits of technological advancement

as it relates to tourism, with travel-based websites forming new avenues of revenue.

One of the most outstanding models of practices in the development and expansion of contemporary

tourism programs is provided by Australia. Instrumental in the success of this highly active tourist industry is

the unwavering government financial support in the research and development of eco-tourism destinations. Such

support includes indigenous communities, the systematic evaluation of program implementation, and its high

international visibility and popularity. Australia is recognized as a destination for eco- and nature-based tourism,

due to its rich natural environments (Priskin, 2001). Australia has seen prominent activity, with gross receipts

of $31.4 billion, in 2011 (UNTWO, 2013).

During the last decade, easy access to the Internet has changed the way air travel is planned and

managed (Athiyaman; Hatton, 2004; Vinod, 2011). Internet informs the manner in which services are delivered

by intermediaries and suppliers to end-users (Christodoulidou, Connolly, & Brewer, 2010; Gronflaten, 2009;

Hoffman; Sigala, 2007; Smith, 2007). Web accessibility has changed the way people plan their travels and buy

tickets. Radically changing the way travel is planned, the Internet allows travelers to make reservations directly

from websites. Research has suggested that the enhanced responsiveness of online transactions begets customer

satisfaction. Today, travel-related companies’ think differently strengthening their capabilities rather than

relying heavily on the middleman. This action has enabled them to provide services to a client living next to

their office or far off in a remote outpost in Montana.

Bricks  and  Mortar  Travel  Agencies    

Bricks and Mortar (B&M) travel agencies are defined as outlets of middlemen providing services and

products of various genre including travel products and services. They are physical business establishments that

mediate the distribution of goods of all types from retail items to services and travel products (Rajamma,

Paswan, & Ganesh, 2007). These enterprises are located in specific geographical areas, to give prospective

customers access to their services. Hence, B&M travel agencies are business enterprises that distribute travel

products and perform functions related to facilitating travel for individuals and groups including corporations in

an offline mode

Travel agencies provide a range of services. For example; the preparation of travel documents and

itineraries, providing consltation and support services and information for prospective travelers, facilitating the

reservation and purchase of airline tickets (Cheung & Lam, 2009). It is in the sale of airline tickets that a travel

agency becomes an intermediary. For example between the airline company and other suppliers (that is airlines,

hotels, transport services, and tour operators) and the end-user (the traveler).

Although B&M travel agencies may use the Internet and have a website, they have a physical presence

as opposed to an online-only presence.

 Virtual  and  Cybermediary  Travel  Agencies  

Virtual organizations are defined as internet-based travel agencies who provide information and

booking services to travelers (Barnett & Standing, 2001). Virtual agencies “are new entrants to the travel

industry, they provide online booking services on the Internet by using various advanced technologies” (Cheung

& Lam, 2009:89). With the ascendancy of virtual travel agencies, many air travelers use the Internet to plan trips

and buy tickets. According to eMarketer (2008), around 50 million US consumers will research for travel

information on their smartphones and tablets in 2013; that is, approximately 40% of all digital travel

researchers. Google keeping up with this trend, launched two meta-search engines, Flight Search and Hotel

Finder, in addition to acquiring offline travel guide mainstays, Zagat and Frommer’s (Perez, 2012).

The biggest threat to B&M travel agencies comes from a new class of internet merchants, the

‘cybermediaries’(Almunawar & Anshari, 2014; Amaro & Duarte, 2013; Lawton & Weaver, 2009; Lee, Sung,

Defranco, & Arnold, 2005; Park, Wang, & Fesenmaier, 2011; Sigala, 2007; Tarofder et al., 2013; Wen, 2012).

A cypermediary may be defined as an intermediary who uses internet tools for the development of new

intermediaries or new methods for existing intermediaries enabling them to re-engineer the tourism distribution

channel (Bennett & Buhalis, 2003). Anderson and Anderson (2002) place cybermediaries into three categories

depending on the role they perform. The first role is informational (Bennett & Lai, 2005; Lawton & Weaver,

2009; Park et al., 2011; Tarofder et al., 2013)as they provide information to buyers about the sellers’ products

and services. The second role of cybermediaries is mediating customer delivery (Amaro & Duarte, 2013;

Barnett & Standing, 2001; Bernstein & Awe, 1999)in a physical or virtual environment. This means they serve a

hybrid function. The third category of cybermediaries offers ‘trust’ in both the product and the purchasing

transaction, including anonymity to buyers, if required. Good examples of these are websites such as

www.expedia.com, www.orbitz.com and www.opodo.com. After their association with other websites (Longhi,

2008), they re-intermediated themselves by facilitating online transactions. For customers, this type of

cybermediary represents the elements of one-stop shopping. The customer by using any one of these websites is

provided with different details about bookings and comparison information while data privacy is protected.

Orbitz was launched by airlines to re-intermediate the early virtual agency market (Granados, et al., 2008).

The move towards internet-based transactions is associated with the utilitarian approach in consumer

behavior, meaning the consumer behavior is guided by a rational task-directed focus rather than the nature of the

experience itself. Web user profiling enables service providers to customize and personalize consumer

experiences making them less impersonal in nature. Made possible due to the significant relationship between

information search behavior and demographic and lifestyle characteristics (Buhalis & Law, 2008). More

specifically, the internet introduced a new genre of distribution and ticket purchase; an internet-based travel

agent.

As a response and in an effort to stay afloat in challenging times, some B&M travel agencies

consolidated their businesses by merging into bigger groups and flight centers; for example, Best and Less

Travel, Harvey Norman Travel and Tourism. Others closed their business entirely.

Figure 1: Source: Roy Morgan Single Source, April 2000 — June 2010, average annual sample size

n=1522.

Figure 1 shows that there is a growing trend by travelers to use the Internet to collect information rather

than the traditional methods and in particular by visiting travel agents. Such changes in the roles of B&M travel

agents could have an adverse effect on their ability to sell their travel offerings because fewer people visit their

retail outlets (Novak & Schwabe, 2009; Rajamma et al., 2007; Yakhlef, 2001).

Strengths  of  B&M  Establishments  

During the last five years B&M travel agents have reestablished themselves. They have gradually

grown, contrary to the expectations of disintermediation (Cheung & Lam, 2009) and or closure scenarios

expected by some researchers and writers. B&M travel agents behave contrary to disintermediation when they

retain a customer base despite significant customer tendencies to interact directly with service providers. B&M

establishments provide personal service, information security, and valuable knowledge to consumers, invariably

creating value that is unmatched by internet-based analogous businesses.

Large travel agencies have enriched the traditional B&M marketing strategy with increased online

presence and the use of technologies, augmenting existing services with personalized services and virtual

consultation with clients. Traditional B&M travel agencies can become more useful in several ways. Firstly,

they may accommodate what is referred to as “sticky information needs,” which refers to consumer

idiosyncratic desires, not easily identified, voiced or expressed only by virtual presence. Many travelers have

needs or wants that cannot be readily understood even by the consumer (Novak & Schwabe, 2009), which

hinders a self-directed approach to travel planning. Similar to the desire for customization, these difficult-to-

express desires are best uncovered in a face-to-face dialogue where consumers can benefit by the presence of a

travel agent.

Secondly, B&M establishments may also differentiate themselves from online sources by satisfying the

emotional needs of consumers. As a utilitarian mentality guides the move to internet-based travel agency usage,

it is questionable whether consumers are comfortable with the loss of “excitement” factor. B&M travel agencies

could differentiate themselves by capitalizing on their strengths regarding the utilitarianism vs. emotion-

centered nature of their services.

Thirdly, B&M travel agencies have reinvented themselves into Travel Solution Centers and focused

more on offering “Packages” rather than single components of travel (Kim, et al., 2009). Arrangement of large-

scale packages involving air travel, ground travel, hotels, restaurant reservations, tour guides and local activities

is a skill that necessitates the expertise of a B&M travel agency. ‘Bundling’ is widespread among online travel

agencies like Expedia, Travelocity and Orbitz, by providing information related to destinations in person and

answering all customer queries. Selling separately each travel component is more expensive than bundling them

into a travel package (air, hotel, car rental, sightseeing, meals). Customers feel much more confident when they

get such information from a person than online. This interaction with another human being diminishes the fear

factor on the part of the end-user in traveling to a new destination which is well-exploited by B&M travel

agencies.

Hatton (2004) asserts that the travel agency regardless of level of technology remains to be the most

effective and cost-efficient distribution channel of travel products. Similarly, consumers refrain from online

transactions for travel due to various reasons. Reasons include lack of personal service, security issues, lack of

experience, and the time demands necessary to engage in personal travel information gathering and decision-

making (Weber & Roehl, 1999).

Evidently, travel agencies have adapted measures to survive and grow despite the challenge and

competition posed by internet travel entrepreneurs. Also, Salkever (2002) and Hatton (2004) argue that it will be

very difficult for the virtual travel agencies to replace traditional travel agents. For example, when planning

elaborate trips and specialty travels, such as, diving trips or cruises with relative high efficiency. The personal

interaction with a travel consultant who over a period understands a customer better and readily responds to

his/her articulated needs cannot be underestimated (Vasudavan & Standing, 1999). In summary, the personal

interaction and guidance offered by brick-and-mortar establishments may often create a unique experience. For

example by meeting the present needs of consumers by catering to those who lack time for personal travel

planning activities or those concerned with the information or financial security of their information being

diffused along web-based channels.

Strengths  of  Electronic  Commerce  

Electronic commerce (E-commerce) is a payment for products and services via the internet and offers

advantages to providers. Travel industry providers can be defined as the sources such as hotels, shipping

companies, airplane companies of products such as hotel rooms, cabin berths, and aircraft seats, (Hatton, 2006).

Providers view the development of e-commerce and the business exposure that technologies offer as

fundamental to the growth and expansion of the tourism industry. Rather than growing new internet-based

technologies like B&M establishments, suppliers build a stronger customer base by leveraging novel

technologies. Such action allows them to occupy a “first mover” position when implementing an innovation.

Many providers and travel operators target the internet as a prime source of marketing which provides more

detailed information with substantially richer content accessible to anyone, anywhere. Moreover, the certain

websites allow providers to communicate with customers and in turn, consumers to provide feedback to

suppliers and other users. This ‘Bi-directional’ marketing allows suppliers and intermediaries to use technology

to leverage social media (Facebook, Twitter, Instagram). It also enables them to familiarize themselves with

consumer preferences and provide information aligned to their needs and specifications. Hence, suppliers and

intermediaries access customer information requirements, interact with them, get their opinions and secure a

steady source of feedback about travel-related services and products through the internet.

Travelers appreciate the advantages of searching, planning and buying online with ease, using a credit

card instead of a bank check or cash. Competitive prices, convenience, special discounts and unlimited add-ons,

attract prospective travelers. The traveler can research and shop from anywhere and at any time of the day or

night, not dressed for the public, coffee or another beverage in hand, and if preferred using a wireless

connection. The virtual travel agency has saved appointments with and trips to the travel agent during regular

business hours, and offered purchasing autonomy rather than the necessity of relying on visiting a travel agent to

find the best deals.

In essence, because individual travel agencies dealing in only e-commerce have much lower overhead

costs, they are more likely to offer lower prices to consumers, which translate to disintermediation of the

traditional brick-and-mortar travel agency.

An allegiance may be formed by traditional B&M and online travel agencies. E-commerce-only

intermediaries may justifiably see their technologies as quickly mimicked. However, by offering their

technologies to B&M companies they can provide an additional avenue of profit for both parties while reducing

the concern that physical travel agencies will develop them independently.

The internet generates ample opportunity for customers to register freely for tourism and travel

experiences. The medium through which customers have traveled in the past has been through utilizing B&M

travel agents. When innovation enters a marketplace, competitors have a few options. The travel agency

industry may assimilate aspects of the innovative technology; necessitating training of operators to master the

technology within the industry (Meyer & Goes, 1988). Such action may imply that a B&M travel agency is

transitioning to a more significant online presence, but at a greater risk than virtual travel organizations, which

lack the same operational costs. However, at the very least these physical agencies may imitate online agencies

within a search engine by attracting a customer’s attention to B&M travel agencies in the customer’s local

region. Additionally, travel agencies may reduce the gap in market share by facilitating communication between

producers (airlines, hotels, transport services) and end-users or prospective travelers.

Research Study Sample

The travel agencies’ sample population was based on a review of local business telephone directories

and classified advertisements in local newspapers. Searches on the Internet for travel agencies using terms such

as ‘local travel agencies in Sydney, Parramatta, Gosford, Bathest, New South Wales, etc’, ‘independent travel

agencies in Burwood, Orange, Wollongong, Sydney, New South Wales, etc.’, and ‘family travel agencies Ryde,

Macquarie Park, Fairfield, Dubo, Sydney, NSW, etc.’ were also used. The search engines also provided

additional suggestions for search terms, and these too were checked out. These searches resulted in identifying

54 local travel agencies across New South Wales in general and Sydney in particular.

Findings

The responses from the 54 questionnaires sent out to the B&M travel agents resulted in 30 completed

questionnaires being returned, representing a response rate of just over 55%. The respondents were nearly

evenly split between male and female at 53% male and 47% female, with no third gender neutral persons taking

part in the survey.

Figure 10 Level of Education Achieved by Brick & Mortar Travel Agents

The highest level of education attained by the B&M travel agent respondents are shown in figure 10.

There appears to be a slight movement towards making the travel industry a career for a minority of the

respondents, suggesting a long-term commitment to the industry.

0%  

5%  

10%  

15%  

20%  

25%  

30%  

35%  

40%  

Cer,ficate  Program  

Diploma     Advanced  Diploma   IATA  

approved  Diploma    

Graduate  Diploma   Degree  

related  to  tourism  industry  

The B&M travel agents tended to fall in the 36 to 50 age range (43%) and the 51 to 65 age range

(40%). Only 10% were represented by the 20 to 35 age ranges and 7% by the over 65-year-olds. Although these

results suggest that the travel industry tends to employ mature persons these results also suggest the potential for

a higher level of experience of travel.

The job titles of the respondents comprised six executives, 12 non-executive managers, four owners

and eight employees. Of these six had been in the travel agency business for less than a year, 12 for between one

and four years, four for four to six years, and eight for over seven years.

Location can be an important factor in ensuring a good flow of customers, which could bias results.

However, the respondents in this survey were spread across a range of sites with six based in city centre

locations, 14 in the inner-suburbs, five in the outer-suburbs, and five in rural towns. Thus, the findings should be

representative of bricks and mortar travel agents across Australia.

Size of the survey sample based on average sales revenue turnover for the last five years revealed that

12 of the respondent B&M travel agents earned less than 100K AU$. 11 earned between 101K to 499K AUS,

and five earned between 500K and 1 Million AU$, with two agencies earning in excess of 1 Million AU$.

In terms of volume of bookings, the respondents were asked to specify how many bookings they took

on average in a day. Ten B&M travel agencies made less than ten bookings a day, seven between 11 and 20

bookings a day, eight between 21 and 30, and five more than thirty bookings a day.

For all bar three of the respondents the business environment was improving compared to three years

ago, with half stating a significant improvement. All the respondent B&M travel agents had websites but not all

offered services purchasable via the website. Twelve B&M travel agents required the customer to visit their

premises or complete the transaction via a telephone. When the whole group was asked if they thought, their

current customers would move more towards buying online, the majority of respondents (88%) thought not.

This result could be related to the age range of B&M travel agency customers; it is well known that we now live

in a world with an ageing population. Looking at the age range of the respondent travelers their ages tend

towards the older age range supporting the concept that it is the older generation who prefers to use B&M travel

agencies. However, computer literacy is constantly increasing, and those who will be old in ten years time are

likely to be far more computer literate than those of a similar age today.

Looking at the percentage of sales through the Internet, 55% of respondents put the level of sales at

under 20% of total earnings, with 22% rating website sales at between 21% and 40% and 23% stating the figure

at over 41%. These findings support the view of those B&M travel agents who felt that customers would not

move towards online or virtual travel agencies; people liked to do business with humans, not machines or

software images.

Findings  from  B&M  Travel  Agents  

The questions on the travel services provided by B&M travel agencies now and three years ago, sought

to identify if there were any noticeable alterations to the services offered by travel agents. From the statistical

analysis it is apparent that compared to three years ago, there is a significant difference (tested at 95%

confidence level) between the proportion of travel agencies providing tour packages,   car rentals, adventure

tours, holiday packages, and travel using other modes of transport. The proportion providing tour packages and

adventure tours is significantly higher this year as compared to three years ago (95% confidence level) and that

the proportion providing car rentals, holiday packages and travel using other modes is significantly less as

compared to three years ago (95% confidence level).

The specific test results that prove these findings are:

• Travel agents are proportionally less likely to provide car rental services (40%, N=12) as compared to

three years ago (73%, N=22).   The column proportions Z Test demonstrates that this difference is

significant using two sided tests at α=.05, Z value =-2.61, p value= 0.005.

• Travel agents are proportionally less likely to provide holiday packages (40%, N=12) as compared to

three years ago (77%, N=23).   The column proportions’ Z test demonstrates that this difference is

significant using two sided tests at α=.05, Z value =-2.88, p value= 0.004.

• Travel agents are proportionally less likely to provide travel options using other modes (40%, N=12) as

compared to three years ago (80%, N=24).   The column proportions’ Z test demonstrates that this

difference is significant using two sided tests at α=.05, Z value =-3.16, p value= 0.002.

• Travel agents are proportionally more likely to provide Tour packages (100%, N=30) as compared to

three years ago (80%, N=24).   The column proportions’ Z test demonstrates that this difference is

significant using two sided tests at α=.05, Z value =2.58, p value= 0.01.

• Travel agents are proportionally more likely to provide adventure tours (73%, N=22) as compared to

three years ago (43%, N=13).   The column proportions’ Z test demonstrates that this difference is

significant using two sided tests at α=.05, Z value =2.36, p value= 0.018.

Figure 2: Travel services provided by B&M travel agencies now and three years ago

Analysing the results in figure 2 shows those sales of travel tickets is the central role of B&M travel

agents and has remained the same. Tour packages have seen an increase in the three years from 80% to 100% of

B&M travel agents offering these services. Adventure tours show the greatest increase over the three

intervening years; up from 43% to 73%. These two vacation themes have taken over from the package holiday –

customers are wanting more for their money, and are no longer content with sitting about, preferring to see other

0%  

20%  

40%  

60%  

80%  

100%  

Now 3 Years Ago

cultures and lifestyles or to seek the next thrill. Car rentals appear to be losing out to more flexible travel

options, possibly due to environmental concerns and a desire to travel further afield. Other transport options

reflect the customers’ desires to get to their travel destinations fast and economically; sea, overland, and rail

have not succeeded in competing well with air travel. Hotel accommodation and Travel insurance show

directional increases, while Coach Tours show a directional decline as compared to three years ago, but these

changes were not found to be statistically significant.

Figure 2 also highlights the diversity of the B&M travel agent respondents in that they were not all

competing in the same narrow niche markets. Ticket sales were important, but some targeted the economical

end while others targeted the luxury market or the specialist market.

Somewhat surprisingly, the main reason the B&M travel agencies thought that customers used their

services in preference to other options such as virtual travel agencies and online booking direct with provider,

was discount fares (see figure 11). The proportion for discount fares is significantly higher as compared to

'Customised service',   ‘Personalised service', 'Internet security concerns', 'Itinerary changes' and 'ticket +

accommodation' as proven by the following comparisons (also detailed in Table 7):

• Comparison between proportions for 'Customised service' and 'Discount fares' indicates Z value =2.009, p value

=.045.

• Comparison between proportions for 'Personalised service' and 'Discount fares' indicates Z value =2.153, p

value =.031

• Comparison between proportions for 'Internet security concerns' and 'Discount fares' indicates Z value =2.153, p

value =.031

• Comparison between proportions for 'Itinernary changes' and 'Discount fares' indicates Z value =2.303, p value

=.021

• Comparison between proportions for 'ticketing and accomodation' and 'Discount fares' indicates Z value =-

2.153, p value=.03

This was a surprise because it was expected that to compete with global virtual travel agencies the

B&M travel agencies would be emphasising their uniqueness. They would be looking to offer something that

the virtual travel agent could not easily, if at all, copy. Add to this that virtual travel agencies do not have the

same overhead costs associated with keeping the premises in good repair, heated, lighted, staffed, and rented, it

was expected that the B&M travel agencies would be providing value adding services to create a unique selling

point.

The second highest perceived reason for using the service is 'complex international

(multi sector) booking' (21%, N=6). The proportion for ‘complex booking’ is significantly

higher as compared to 'Customised service',   'Internet security concerns' , 'Itinerary changes'

and 'ticket + accommodation'. As proven by the following comparisons:

• Comparison between proportions for 'Personalised service' and 'Complex booking' indicates Z value =1.991, p

value =.046

• Comparison between proportions for 'Internet security concerns' and 'Complex booking' indicates Z value

=1.991, p value =.046

• Comparison between proportions for 'Itinerary changes' and 'Complex booking'' indicates Z value =2.145, p

value =.032

• Comparison between proportions for 'ticketing and accommodation' and 'Complex booking' indicates Z value

=1.991, p value =.046

‘Complex booking’ sounds more like an individual customer-centric view, offering the customer an

easy option, “you tell us where you want to go, and we will work out the itinerary to make certain you see it

all”; a case of relieving the customer of the time, trouble, and expense of planning the vacation.

‘Family and or friends travel’ was directionally the third highest ranked reason but the statistical

comparisons for the same did not meet the required significance criteria. ‘Family and or friends travel’ was, for

example, where two friends wanted to share a twin bedded hotel room to bring down costs and not get sold a

doubled bedded room. Via the Internet, this can be difficult, as even when a twin room is chosen, it does not

necessarily mean a twin room will be available. Going to a B&M travel agency, they may have personal

contacts that can assure the customer’s needs will be fully met. Other examples provided by the respondents

were where a parent paid for their child to go alone on a journey, or where the men wanted to go fishing and the

women wanted something else to do – the B&M travel agent could draw on their knowledge to offer

alternatives.

According to many of the B&M travel agents, ICT played an important part in their business

performance as they could sell their wares to a wider market yet still maintain close contact with locals. Figure

11 shows further results regarding the use of ICT not just to promote but actively sell the services of the B&M

travel agents.

Figure 3: B&M travel agents perceived customer’s reasons for using their services

When it came to looking solely at air travel, the B&M travel agent respondents again selected price as

the key deciding factor. They perceived ‘Ticket price’ to be the most important factor influencing the customer’s

flight selection (see figure 4) ranking it significantly higher compared to all other factors. This is proven the

column proportions’ test demonstrating these differences to be significant using two sides’ tests at α=.05 as seen

by the following comparisons below:

• Comparison between proportions for 'Schedule convenience' and 'Ticket price' indicates Z value

=3.043, p value =.002

• Comparison between proportions for 'Airline Frequent Flyer' and 'Ticket price' indicates Z value

=3.556, p value =.000

• Comparison between proportions for 'Airplane preference' and 'Ticket price' indicates Z value =3.774,

p value =.000

• Comparison between proportions for 'Cabin comfort' and 'Ticket price' indicates Z value =3.556, p

value =.000

• Comparison between proportions for 'check in ease' and 'Ticket price' indicates Z value =3.885, p value

=.000

• Comparison between proportions for 'leg space' and 'Ticket price' indicates Z value =3.556, p value

=.000

• Comparison between proportions for 'in flight service' and 'Ticket price' indicates Z value =3.999, p

value =.000

• Comparison between proportions for 'Airline lounge' and 'Ticket price' indicates Z value =3.556, p

value =.000

Company loyalty scored a straight zero from all the respondents; price was the deciding factor. There

was no perceived loyalty because competition has been heralded by government, banks and business gurus as

0%  

5%  

10%  

15%  

20%  

25%  

essential for customer satisfaction: customers flip from one good deal to another. Schedule convenience was

raised by a few B&M travel agents as something that offered a distinctly competitive edge to B&M travel

agencies. It is something that virtual and online travel agencies have trouble copying, and this might attract

customers to their businesses to buy tickets.

Figure 4 Air travel factors perceived by B&M travel agents as important to customers

The B&M travel agencies were then asked to select and or put forward the factors they felt had helped

them survive over the last five years. Creating a web presence was far and away the best move all the B&M

travel agencies believed they had made. ‘Web and B&M’ was the highest ranked factor (28%, N=8) and tested

significantly higher (at 95% confidence level) than ‘targeted service’, ‘competitive pricing’, ‘complaints access’,

‘better package deals’, ‘human touch’ and ‘secure transactions’ (see figure 5).

Although many had initially seen the web as a necessity to show customers they were “moving with the

times” or “because everyone who was in business had a web page”, over time the websites had become an

integral part of the business. Websites had become more than just where the B&M travel agents could sell their

wares; they had become the means to inspire customers to do some research themselves and then come into the

premises and talk face-to-face with the travel agents. It was not the website alone that was the critical factor; it

was having the website and the premises that made the difference.

0  5  

10  15  20  25  30  35  40  45  50  

Figure 5 Factors B&M travel agents believe has helped them survive the last five years

Personalised services were also thought to play a significant role in the survival, even growth, of the

B&M travel agencies. It was the second highest ranked factor (18%, N=5) and ranked significantly higher than

either ‘better package deals’ or ‘human touch’. This was because despite the rise of the Internet, customers

enjoyed the face-to-face aspect. Customers would come into the premises to ask staff questions that they felt

might be construed as obvious by some. For example, a customer would say something like “I know this might

sound trivial, but what about the toilets in France; I hear both sexes use the same one?” Alternatively, “how

much should I tip, should I tip at all?” The personalised service meant that customers felt at ease discussing

their vacation needs and were inclined to rely on the knowledge of the staff. Expert knowledge was also a

primary factor the B&M travel agencies saw as beneficial in their survival and growth over the previous five

years. Personalised services overlapped with customer technophobia and customer knowledge. Customer

technophobia was particularly relevant amongst the B&M travel agencies’ older or more mature customers who

either had little experience of the Internet or were reluctant to try out new methods of payment. Customer

knowledge refers to the B&M travel agent’s knowledge of their customers rather than the customers’ knowledge

of the services available or destinations possible.

The B&M travel agents were asked how they had gained customer knowledge and 90% reported that

they used customer feedback forms to elicit information. Most (88%) kept the information on a particular

customer’s file; the data was shared amongst staff as a general topic or used in advertising and raising awareness

0%  

5%  

10%  

15%  

20%  

25%  

30%  

campaigns. While 30% of the sample respondents admitted targeting customers on a regular weekly or monthly

basis with sales promotions, 44% used an ad hoc approach and 36% never bothered to contact previous

customers. 77% had a Customer Relationship Management (CRM) system in place and of those that did not;

just over half were planning on introducing such a system in the near future. Unfortunately, none of the B&M

travel agencies was forthcoming on the exact details that a CRM would provide as it was seen as providing

sensitive data that could impinge on their competitive advantage.

Bearing in mind the high prevalence relating to price accorded to customers selecting a B&M travel

agency in preference to an Internet or virtual travel agency in figures 3 and 4, the rating for competitive pricing

as a factor for the survival and growth of B&M travel agencies over the previous five years seems somewhat

small (figure 5).

When questioned further on this anomaly, reasons proffered suggested that while

competitive pricing lured the customer in, it was the skill, knowledge and experience of the

B&M travel agency staff who sold the vacation, trip or outing to the customer. Price was a

lure; it was up to staff to capitalise on the situation and sell additional services to maximise

profits once the customer was inside the premises.

Strategies  used  by  B&M  Travel  Agencies  

Table 1 below summarises research findings in relation to the key elements of Porter’s 5-forces model.

Table 2 summarises the strategies and key findings.

ICT enabled: B&M reciprocated with:

Threat of new

entrants

New Internet-only travel agents to enter market:

Low entry barriers

Low exit barriers

Lower operating costs

Located anywhere in the world

Economies of scale

Destination images marketing videos

Online transactions

Emphasizing:

Own website

Local location

Human to human contact Differentiated

services

Traditional payment options

Bargaining

power of

buyers

Offered improved negotiating power:

Access to more travel information

Reviews by other travelers, traveler forums,

Acquiring own website

Personal & customized service

Complex booking services

online magazine articles

Comparison of multiple travel agents

Direct access to travel providers

Multiple searches for specific criteria (cheap

fares, hotel star rating, etc.)

Human to human contact

Personal experience & knowledge

Competitive pricing

Customer feedback, CRM

One stop shop

Bargaining

power of

suppliers

Option to disinterminate B&M travel agents

through direct links with customers

Option of vertical integration by providing

services previously undertaken by B&M travel

agents

Emphasis on the ‘human element’

Personal experience & knowledge

Customized travel

Threat of

substitutes

Internet conferencing negating the need to travel

Low cost options

Improved quality

Competitive pricing

Rivalry

amongst

existing firms

Easier analysis of competitor strengths and

weaknesses

Differentiated markets – business travel,

senior citizen travel, adventure holidays

Differentiated services – taxi to airport,

traditional payments, cater for

technophobes

Differentiated destinations – countries,

activities, tours

Table 1 Comparison of Porter’s five forces with B&M travel agent strategies

Porter (1998) in his five forces of competition points out that businesses need to target their strategies

at meeting customer needs but must be aware of the impact their strategies can have on rivals. Where companies

are in competition with each other offer products and services that lack differentiation and opt for reducing

prices to gain customers, the resulting effect can be a price war. Competing on price alone too can start price

wars (Wong et al. 2001). Likewise, economies of scale (Dale 2000) can also result in a price war as those

companies who can afford to buy in bulk can command a better price from suppliers and by passing these

savings on to customers undercut the competition. New entrants to the market can result in those companies

trying to win market share by offering price incentives creating another price war (Porter, 1998). The issues

against price wars are that they can be detrimental to all players as profit margins are squeezed for all the

companies involved. A point, especially true for smaller businesses that may not have the financial reserves to

support a sustained reduction in profits. Therefore, price wars can cause businesses to cease functioning.

Although sounding good for the survivors as they can increase market share, they may find that prices do not

rise again, and they are left in a low-profit margin sector.

Generic strategy Key findings

Competitive pricing More a marketing strategy to entice customers to premises where

staff can sell additional services

Complexity of travel Offer services that overcome the hassle and reduce the time

involved in planning travel

Travel solution centre Offer a one-stop-shop, customers get all their needs met in one

place

Customised travel services Target specific groups; ethnicity, age, gender, adventure seekers,

extreme sports, specific countries

Address Internet security concerns Offer traditional payment options – check, cash, credit card via

human interaction

Develop difficult to imitate services Data collection on competitors to avoid their strengths and build

on their weaknesses

The human element Discussing needs and wants with a real, tangible person as

opposed to a ‘virtual assistant’ or via electronic means

Website provision Offer customers a ‘taster’ of the personal service offered at

premises

Customer Relationship Management Acquire information on and from customers – not always

accurate, regular or of sufficient quality

Continuing professional development of

staff

Fully embrace ICT to offer improved services to better meet

needs of customers

Table 2 Strategies employed by B&M travel agents and key findings

In this research, 77% of the B&M businesses had sales revenue turnovers of under AU$500K and as

such were expected not to compete on price as they were too small to sustain a price war. Rather they were

expected to cater to niche markets. When all the sample population were asked if they collected feedback from

customers 88% of respondents said, they did. In addition, 77% admitted to having a CRM (Customer

Relationship Management) in place, with over half of those who did not have a CRM stating they were planning

on introducing such a system in the near future. Consequently, they should have a good understanding of their

customers’ needs and wants.

When the B&M travel agents were asked what they thought were the main reasons why travelers used

their services (figure 3), the most common reason was for ‘discount fares’ (23%). When the B&M travel agents

were asked a similar question (figure 4) relating only to air travel, nearly half of the respondents (48%) selected

‘ticket price’. These findings suggest that the mentality of the B&M travel agents is geared towards ‘pricing

issues’. If they were to follow Porter’s (1998) advice and gear their strategies to meet the needs of their

customers then, they should have a competitive pricing strategy. Particularly relevant as they believe their

customers put ‘price’ as the top reason for using their services,

When the B&M travel agents were asked if they were adopting a competitive pricing policy, the

general consensus was that competitive pricing was necessary. However, their excuse was that it was used only

as a ‘sprat to catch a mackerel’; an advertising ploy to attract customers. A review of the findings for other

services offered by the B&M travel agents revealed that the B&M travel agents were, in fact, operating

differentiation strategies between themselves and with the Internet-only travel agencies.

As Cheung & Lam (2009) noted B&M travel agents had reinvented themselves over a five-year period

better to meet the needs of customers in specific areas that Internet-only travel agencies could not match. B&M

travel agents had recognized their core competencies such as the ability to better handle complex bookings as

supported by Salkever (2002), Hatton (2004) and Castillo-Manzano and López-Valpuesta (2010) As well as

other core competencies, such as, assist in bookings requiring diplomacy and tact (for example; when plutonic

friends wanted to share hotel accommodation), where advice was needed that could not be articulated easily via

an online site (Vasudavan & Standing, 1999; Novak & Schwabe, 2009), and where a human to human interface

was required.

Holiday packages had fallen in popularity, but the B&M travel agents had reinvented their offerings to

provide ‘tour packages’ – where tourists are guided around destinations ensuring they see and experience the

‘must see venues and events’ – and ‘adventure holidays’ where the tourists take part in extreme sports or are

actively involved in events. As Kim, et al., (2009) conclude B&M travel agents have become travel solution

centers. According to Cheyne et al, (2005), people prefer the security of a travel agency to book and pay for

their flights. Cheyne et al. go on to point out that people use the Internet to plan their holiday and to purchase

low-cost trip accessories such as car rentals.

Taking all the findings into consideration, this study suggests that the B&M travel agents have in order

to win customers decided to build on services other than competitive pricing. Consequently, this approach is in

conflict with Porter’s (1998) ‘stuck in the middle’ strategy, which represented businesses that were neither a

cost leader nor offering differentiation, but does support the strategy as suggested by Kim et al., (2004) that

B&M travel agencies are opting for an integrated strategy of differentiated services.

Another point identified from the analysis of all the above findings was that an ICT versus Human

Interface matrix could be developed. This matrix compares the level of performance, the level of human

interaction, and the level of ICT adoption. The matrix is based on the Boston Consulting Group (BCG) matrix,

which is a method created to analyse a business’s market portfolio based on product life cycle theory (Value

Based Management, 2014). The ICT versus Human Interface matrix shows that it is the integration of both ICT

and the human interface which is the success of the B&M travel agents (see figure 6).

Those B&M travel agents who invest the minimum in ICT and human interactions fare the worst.

Those that concentrate on ICT in preference to human interaction, and are in effect mimicking the Internet-only

travel agents, can only maintain their performance. That is, because they do not have the skills required to

operate an Internet based business they have failed to understand that there is more to Internet trading than

having a website. Those B&M travel agents who have recognized the value adding aspects of the human

interface and emphasized this side of their business and have also taken on board the concept of ICT through

adding a website to bring in customers to their premises have fared better. Finally, those B&M travel agents

who have gone that extra mile to fully embrace the Internet and bring in professional development and

management of their websites, trained their staff to manage the ICT, and developed their staff’s interpersonal

and customer service skills have fared much better.

Leve

l of I

CT

Ado

ptio

n >>

>>>>

>>>>

>>

Much the same as three

years ago

Much better off than

three years ago

Worse off than three years

ago

Better off than three

years ago

Level of human interaction >>>>>>>>>>>>

Figure 6 ICT versus Human Interaction Matrix (Based on a variation of the BCG Matric

http://www.valuebasedmanagement.net/methods_bcgmatrix.htm accessed 2014)

The  Future  for  B&M  Travel  Agencies    

Tourism is a growing industry in Australia with international arrivals up by 5.6 per cent to 5.9million

and international visitor expenditure up by 6.0 per cent to $28.9 (Tourism update, 2013). Holiday travel too

showed significant growth up by 11.5 per cent to $11.4 billion in the year ending December 2013 (Tourism

update, 2013).

Internet-only travel agencies or Cybermediaries pose a significant threat to B&M travel agencies

(Barnett & Standing, 2001). To compete with Internet-only travel agencies (Hatton, 2004), emphasizes the need

for them to be proactive and extol their strengths and knowledge about customers, the travel market, and current

offerings. Improving the shopping experience for customers is suggested by (Doolin et.al., 2005) as an approach

to surviving in a world increasingly driven by consumers’ use of the Internet to make their travelling

arrangements.

According to Chakravarthi & Gopal (2012), Rajamma et.al (2007), and Zhang & Morrison (2007)

Internet-only travel agents are unable to provide adequate and efficient CRM, after-sales service and customer

information update and support. From the research findings in this study, personal services, human to human

contact, and Internet security are all issues that B&M travel agencies handle better than Internet travel agents.

By building on these core competencies B&M travel agencies could progress and grow.

The rise of new players like budget airlines and Internet technologies that could enhance efficiency and

information delivery and cut costs must affect traditional stakeholders and the existing supply chain. According

to Applegate (2003,) these technological innovations reduce the gap between the producer and the traveler,

questioning traditional distribution channels cost efficiency of B&M travel agencies. Traditional B&M travel

agencies, as the conventional intermediaries in the distribution of travel products between producers and end-

users, suffer the worst consequences of the expansion of ICT and the Internet (Hatton, 2004).

Buhalis and Law (2008) noted that customers who used the Internet spent more money at their

destinations compared to those who used other information sources. Cutting out the intermediary service

allowed customers to customize and expand their desired activities. These actions resulted in the loss of earnings

and business opportunities for traditional intermediaries, like the B&M travel agencies.

To identify the state of play from the view of those most affected by these changes and disruptive

activities the B&M travel agents were asked to have their say on how they saw the future (please refer to figure

7). The vast majority of respondents (90%) said they would recommend starting a B&M travel agent. The 10%

who stated that they did not recommend starting a B&M business said that their opinion was based on their

business’s performance being worse than the last year’s, one adding that they were struggling to keep afloat.

55% were so convinced of the future of B&M travel agents that they had no qualms over how the business was

set-up. These businesses when asked how well their companies were performing said either ‘better’ or ‘much

better’ than in previous years.

Figure 7: Would you recommend starting a brick % mortar travel agent?

23% recommended buying out an established business to minimize risks while 12% thought a franchise

was a wiser move. These two groups comprised of businesses performing much the same as in previous years,

‘better’ and ‘much better’. The benefits of buying an established business revolved around having an established

customer base, knowledgeable staff, and contacts. Of those suggesting buying into a franchise, additional

comments included the benefits of having a brand image behind the business and the benefits of professional

support.

The findings from this study suggest that those B&M travel agents that identified their core

competencies and have expanded on them have shown improved performance and see the future to be a growth

area.

Limitations  of  Research  

The research was based on the findings of two surveys in NSW, Australia; one targeted at B&M travel

agents and the other on travellers. Questionnaire surveys and follow-on interviews were employed.

Email was the tool used in collecting the questionnaire data. In hindsight, this limited access to the

survey populations who did not use email or who could be described as technophobes. In the process the study

is biased towards those who are Internet literate.

In terms of selection of travellers, the research required respondents to travel at least twice a year on

business or for leisure. For those that answered the questionnaires based on their business travel it could be

argued that they would not have been aware of some of the implications of their answers. For example, complex

booking arrangements for business users would probably be undertaken by secretaries or the finance

department, which would mean the respondent would have no knowledge of the difficulty in arranging the

itinerary. This would also affect answers relating to last minute changes and customer service. Consequently,

the findings to these questions must be taken as tentative.

However, this potential bias also reveals why the feedback and CRM methods adopted by the travel

agents could be providing misleading information: the B&M travel agents were asking for feedback from the

wrong person. They should have surveyed the companies, not just the businessperson.

Further  Research  

The presence of a website in addition to a B&M premises was a significant reason proffered by

travellers for opting to do business with B&M travel agents instead of via Internet-only travel agents. Personal

services and human contact were also important factors. The facility of a website enabled the customers to

check out options before visiting the actual B&M premises. Such a facility enabled the customer to discuss the

options available and raise questions with the salesperson that they might not be able to articulate via ICT or via

the Internet. More research is required to identify the reasons and topics customers seek answers to in adopting

such an approach. Although potentially detrimental to B&M travel agents, there also exists a need to identify if

and how Internet software could meet these needs.

The findings from this study suggest that it is the older generation with their technophobia that prefers

to use B&M travel agents. However, the increased access to the Internet via mobile phones and hand-held

devices opens up new and exciting approaches to customer buying decisions. These devices are designed to be

intuitive and useable across all age ranges. With these devices forecast to take over from the PC as the primary

means for surfing the Internet in the near future, how might they change people’s perceptions to purchasing? For

example, a would-be customer sees an advertisement in a B&M travel agent’s window. At the touch of the

screen on their mobile, the would-be customer can check out the Internet and decide if the advertisement is a

bargain or bettered elsewhere. Further research is needed to identify how these tools influence consumers’

purchasing decisions.

69% of the survey respondents in this study were business travellers and of these most left the

arrangement of travel and accommodation to their companies. Consequently, the respondents may not have been

the most suitable people to provide information on the organisational aspects of travel. Therefore, a research

project needs to be conducted that evaluates how business travel is selected, and which travel methods are

preferred, B&M businesses, Internet-only services, or direct contacts.

One final area for research that emerged from this study is the disparity between how the B&M travel

agents perceived the reasons why travellers used their services and why the travellers themselves said they used

the services of B&M travel agents. A number of reasons have been suggested in this research study, but a fuller

in-depth research project is needed to understand the role of CRM and ECRM. There is a lot of

misunderstanding on the real definition of CRM amongst most travel agents. It varied from putting simple

customer information into an Excel sheet to a full-scale, advanced software solution. There is a need to further

divide travel agents on the quality and type of CRM they use. How do these tools work? What data is collected?

How is it interpreted? How reliable is it? These questions are important because companies, not only in the

tourism industry, but elsewhere use these tools to develop strategies for the future.

Conclusion  

As new entrants, the Internet-only travel agents were initially able to penetrate the travel industry

market sector by offering lower prices brought about by their reduced overhead costs. Over time, however, the

Internet-only travel agents have acquired knowledge of customer buying trends and can now design services to

meet their customer needs in a similar approach to B&M travel agents. In this study, 70% of B&M travel agents

used a CRM to gain insight on their customers. Internet-only travel agents have access to a similar approach

called ECRM (Electronic Customer Relationship Marketing). However, the percentage using ECRM is not

known but this will enable Internet travel agents to compete with the B&M travel agents using similar data.

While the Internet-only travel agents could have obtained the data necessary to start in business by

observing and analysing the activities of the B&M industry now the Internet-only travel agents are under the

microscope. The B&M travel agents faced with losing market share to the new entrants, the Internet-only travel

agents, realised the necessity to adopt an Internet presence. To start with businesses generally began with purely

a website, then progressed to using the Internet to offer customers the capability to request information or to

download information, then added the ability for customers to buy online, continuing to add more and more

functionality and features as they became familiar with the technology (Srinivasan, et al, 2002; Lin & Lee,

2005; Andreu, et al, 2011). The competitive advantage that the Internet-only travel agents had was slowly

eroded by the B&M travel agents.

The one central area that Internet-only travel agents cannot access or provide, but that B&M businesses

can is ‘one to one human contact’. The Internet-only travel agencies have encroached on related areas such as

‘personal service’ and ‘customised services’. The use of virtual sales staff that mimic human movements and

voice have progressed enormously in recent years, a spin-off from the digital games industry, so that it is now

possible to interact visually and verbally with a ‘person’.

However, as findings from this research study shows the current users of B&M travel agents are

predominately the older generations but as time moves on these generations will be replaced by Internet savvy

customers, which raises the question, “will these Internet savvy customers still use B&M travel agents?”

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